Difference between revisions of "Attrition"
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One paragraph summary which summarises the main ideas of the article. | One paragraph summary which summarises the main ideas of the article. | ||
| − | == Description== | + | == Description 1 == |
In the nuclear industry attrition due to retirement used to be a major issue | In the nuclear industry attrition due to retirement used to be a major issue | ||
because [[Nuclear power plant operating organization|nuclear power plants]] typically had stable workforce, all or most of whom joined during the | because [[Nuclear power plant operating organization|nuclear power plants]] typically had stable workforce, all or most of whom joined during the | ||
commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of [[Nuclear organization|organizations]]. Especially in countries with new build projects and more job opportunities, employees change are both interested in internal job rotation and change employers easily. This results in increased need for [[Recruitment|recruitment]] and job induction and [[Transfer|knowledge transfer]]. | commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of [[Nuclear organization|organizations]]. Especially in countries with new build projects and more job opportunities, employees change are both interested in internal job rotation and change employers easily. This results in increased need for [[Recruitment|recruitment]] and job induction and [[Transfer|knowledge transfer]]. | ||
| − | == References == | + | == Description 2 == |
| + | ===Regulators=== | ||
| + | Competition for existing workforce, [[Recruitment|recruiting new staff]], competition for young experts In many countries, the regulator are either [[Government organization|governmental organization]] or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the [[Nuclear power plant operating organizations|utilities]] or [[Research and development and technical support organisations|R&D organization]] in attracting new people. Given the circumstance, it is crucial that regulatory usually have to established [[Training programme|training programme]] and other measures to strengthen the competency. Strong NKM programme can be a valuable resource to support such initiatives | ||
| + | |||
| + | '''Source:''' [[Guide on nuclear knowledge management]] | ||
| + | |||
| + | ==References== | ||
| + | [1] | ||
==Related articles== | ==Related articles== | ||
| + | [[Attrition]] | ||
| + | |||
| + | [[Recruitment]] | ||
| + | |||
| + | [[Ageing workforce]] | ||
| + | |||
| + | [[Human resource management]] | ||
[[Ageing workforce]] | [[Ageing workforce]] | ||
Revision as of 08:20, 28 February 2014
Contents
Definition
Attrition is The decrease in the number of employees in an organization as a result of retirement, other termination, or transfer to other organizations resulting in a significant reduction in the organization's knowledge base
Summary
One paragraph summary which summarises the main ideas of the article.
Description 1
In the nuclear industry attrition due to retirement used to be a major issue because nuclear power plants typically had stable workforce, all or most of whom joined during the commissioning phase, and thus they often have similar retirement dates. However, the changes in the working life have increased also the turnover rate of organizations. Especially in countries with new build projects and more job opportunities, employees change are both interested in internal job rotation and change employers easily. This results in increased need for recruitment and job induction and knowledge transfer.
Description 2
Regulators
Competition for existing workforce, recruiting new staff, competition for young experts In many countries, the regulator are either governmental organization or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the utilities or R&D organization in attracting new people. Given the circumstance, it is crucial that regulatory usually have to established training programme and other measures to strengthen the competency. Strong NKM programme can be a valuable resource to support such initiatives
Source: Guide on nuclear knowledge management
References
[1]
Related articles
Attrition
